Metis Growth

CASE STUDY

Go-To-Market GTM plan for new clients acquisition

A German Subject-Oriented Process Management (S-BPM) company specializing in process optimization for pharmaceuticals, manufacturing, and telecommunications sought to expand its presence in Spain, Portugal, and Italy. The company aimed to enhance its regional footprint by leveraging existing client relationships, refining its Go-To-Market (GTM) strategy, and aligning its offerings with local market demands. Through a tailored consulting approach, the company achieved significant growth in these territories, laying a foundation for further scalability.

Challenge

Headquarters in Germany, with sales offices in the Japan, Germany, Austria, Spain and the Nordics.

Solution

Distributed platform for cooperative work based on an award winning innovation model based on Subject oriented Process Management. Including an interactive table for joint process discovery, description and automation.

Results

Revenue Growth.
Market Penetration.
Brand Awareness.
Scalability.

Go-to-Market GTM Plan. A German S-BPM product company specializes in process optimization and management for the pharmaceutical, manufacturing, and telecommunications industries. In fact, as a leader in innovative process optimization, the firm uses an award-winning model based on Subject-Oriented Process Management. Furthermore, its offerings include an interactive tool for process discovery, description, and automation tailored for industries such as pharma, manufacturing, and telecoms. Additionally, headquartered in Germany, the company operates globally with offices in Japan, Austria, Spain, and the Nordics.

The company pursued assistance to build a strong regional presence in Spain, Portugal, and Italy. Consequently, they needed to adapt their Go-To-Market (GTM) plan for new client acquisition, leverage major customers to boost their market presence, and upscale through territory and offer expansion. Importantly, this refined GTM strategy was essential for accelerating market expansion and driving sustainable growth.

Challenges

Market Entry Barriers: Limited brand recognition in Southern Europe (Spain, Portugal, and Italy).

Cultural Nuances: Adapting business practices and communications to meet local market expectations.

Competitive Landscape: Navigating established competitors with entrenched market positions.

Resource Allocation: Balancing expansion efforts while maintaining ongoing operations in other regions.

Strategic goals

  • Establish a strong regional presence in Southern Europe.
  • Develop and implement a localized GTM strategy for new client acquisition.
  • Moreover, leverage relationships with multinational clients to enhance credibility.
  • Expand product offerings to align with the specific needs of regional markets.

Consulting approach

Phase 1: Market Research and Analysis

  • Conducted detailed studies of market conditions in Spain, Portugal, and Italy.
  • Identified high-potential industries, such as pharmaceuticals and telecoms, where process optimization is critical.
  • Then, local competitors were assessed to uncover opportunities for differentiating the S-BPM platform. As a result, these insights formed the basis for a targeted market-entry strategy.

Phase 2: Customizing the GTM Strategy

  • Localized marketing and sales materials to reflect cultural preferences and local business practices.
  • Designed a phased market-entry strategy, starting with Spain as the primary entry point.
  • Moreover, a network of local partners and distributors was built to enhance reach and credibility. Significantly, this approach allowed for rapid adaptation to evolving market dynamics.

Phase 3: Leveraging Key Clients

  • Strengthened collaborations with existing multinational customers, including major pharma companies, as a result to expand regional influence.
  • Developed compelling case studies that showcase successful implementations, in order to attract new clients.
  • Hosted joint events and webinars to establish thought leadership and boost brand recognition.

Phase 4: Product and Service Alignment

  • Enhanced product features to meet region-specific regulatory requirements.
  • Introduced flexible pricing models to cater to diverse customer budgets.
  • Invested in localized training and support programs to ensure high customer satisfaction and loyalty.

Results achieved

Revenue Growth: Regional sales increased by 35% within the first year.

Market Penetration: Secured contracts with leading industrial companies in Spain and Italy, establishing a foothold in Southern Europe.

Brand Awareness: Increased market recognition through targeted campaigns and strategic partnerships with consulting firms.

Scalability: Developed a replicable framework for entry into additional markets, setting the stage for further expansion.

Lessons learnt

Importance of Localization: Tailoring messaging and offerings is crucial for resonating with diverse markets.

Leveraging Existing Relationships: Building on current client successes, with the result to accelerates credibility and trust in new territories.

Strategic Focus: A phased market entry strategy enables efficient resource allocation and effective risk management.

Conclusion

The German S-BPM company’s expansion into Southern Europe demonstrates the power of a well-researched and executed Go-to-Market GTM plan for new client acquisition. By leveraging its innovative platform and fostering strong local relationships, the company not only achieved its immediate objectives but also set a clear roadmap for future growth. Overall, this case study highlights how a strategic, localized approach can, as a result, accelerate market expansion, improve brand recognition, and drive sustainable business success, in competitive environments.